Learning journeys for strategy execution

Posted in Aktuellt, Leadership / Ledarskap, Uncategorized on September 19th, 2018 by admin

There is nothing worse than a missed opportunity, especially in today’s high-stakes environment. And unfortunately, there are a lot of missed opportunities in leadership development. HBR estimates that “only 10% of training programs are effective,” and that “the mismatch between leadership development as it exists and what leaders actually need is widening.”

Despite this harsh reality, avoiding leadership training is not a solution. Without effective leadership development programs, companies will watch their people flock to other opportunities where they see more potential for career growth. At the end of the day, CEOs need leadership development programs that make the company an appealing place to work, build critical talent, and enable successful strategy execution.

We Can All Make Better Decisions
Additionally, the lack of effective leadership training programs is costly. Trainingindustry.com reports that large companies increased their average training expenditures from $14.3 million in 2016 to $17 million in 2017. $17 million dollars is a lot to gamble on leadership training programs that have a 90% chance of failure. And this number only represents the cost of the training itself, not the opportunity cost of having people off the job for a few days.

The Failures of Traditional Corporate Learning
Typical corporate learning programs tend to follow a predictable pattern. It’s usually positioned as a training event, unconnected to the corporate strategic agenda, lacking the proper leadership support, and measured afterwards with smile-sheets. Unsurprisingly, participating employees, devoid of leader engagement, often find themselves in one of two clichéd categories: the “resistant employee” who feels forced to attend the training and would rather be at work or the “vacationer” who enjoys time away from work, but is there for all the wrong reasons.

Many training programs are specifically designed to build skills and capabilities based on competency models. These programs are conducted in generic, academic modules that do not incorporate the company’s strategy or business model. Additionally, most corporate training leverages traditional approaches that rely heavily on lectures, standard PowerPoint presentations, and case studies. To make things worse, these are often delivered by low-level trainers or ill-prepared internal speakers who do not have grasp of the company’s business, strategic priorities, KPIs, and culture.

Once the training program has ended, employees usually return to their job equipped with new knowledge and capabilities, but fail to apply it. The most cited reasons include: “I did not understand why it was important”; “I did not see how the program was related to my job”; “My boss did not set expectations or hold me accountable for on the job action;” and, most prominently, “It took me several days to dig out from emails that piled up while I was away – the training seems like a distant memory.” As a result, job performance remains stagnant, strategy execution stalls and delivered business impact is negligible.

So, here’s the multi-million dollar question: how can you develop your leaders in a way that actually creates on-the-job behavior change and delivers better results to the business?

Three Key Tenets of Successful Learning Journeys
Training today has come a long way from where it once was. Learning initiatives are designed to drive business results, and when done right, are a source of strategic differentiation and competitive advantage. A well-thought-out Learning Journey systematically addresses and overcomes the failures of traditional corporate learning programs or stand-alone modules. While each Learning Journey is unique, there are three key tenants of successful learning journeys:

1. The Learning Needs to be Highly Contextual
The learning program should therefore be customized to your business context so learners can see their own roles in action and more readily link the learnings gained in the program back to workplace. Context is king and it is essential for successful knowledge transfer. What the learning looks like depends entirely on the situation of your organization. Key questions or ask: What challenges are you addressing? What results are you driving for? What does great leadership look like for your organization? What are the outcomes the organization is looking to achieve?

2. People Learn Best by Doing
Experience tells us that for learning to really stick, participants need to practice new behaviors repeatedly before they will implement them. This is why business simulations and experiential learning are such powerful tools. Simulations provide leaders with the opportunity to actually experience what they will be expected to do back on the job, trying out new behaviors in a risk-free environment. This allows leaders to experience years of on-the-job learning in a few days, or even hours.

Neuroscience proves this point – humans learn most when emotional circuits in the brain are activated, and the best way to activate these circuits is through lived experience.

3. Learning should be Measurable
We also know that learning is not just a “one and done” situation, it is a continuous experience. In most cases, learning journeys, which blend a variety of learning methodologies and tools over time, are the most powerful means for shifting mindsets, building capabilities, and driving sustained, effective results. Understanding and knowing how to measure results is an essential component of making learning journeys effective. Participants need to be assessed throughout the process so that leaders can evaluate progress, demonstrate ROI, and ensure that behavior changes are actually being implemented back on the job.

In comparison with traditional learning initiatives, the difference is profound. A one-day event is replaced by a holistic process engaging leaders, provide ongoing support, coaching and assessments, with a focus on enabling on-the-job application.

Proven: Learning Journeys Drive Value at Leading Organizations
An independent third-party evaluator measured the impact of a Learning Journey and found upon completion of the program:

– More than 90 percent rated it on the high-end of the training scale.
– 43 percent rated the training approach as the best they had ever experienced.
– Nearly 70 percent of a total of 161 participants, stated they had either already achieved results or expected to achieve results in the near term.
In comparison with traditional corporate learning, the difference achieved a profound 350 percent increase in training effectiveness.

The third party evaluator summarized, “The before-training dialogues between the leader and learner and the sense of accountability following the training resulted in a 70 percent training application rate. This exceptionally high impact rate attests to the thoroughness and care that the leadership team took, including special steps to ensure the program was not just a one-time classroom event, but that it included impact-enhancing tools and actions and provided additional follow-up resources and support.

Case in point: SAP, a traditional, on-premise software organization was shifting to the cloud in the face of disruptive change. To bring this transformation to life, SAP embarked on a learning journey, recognizing that trust and engagement were critical to making this shift. In putting together their learning intervention the company targeted all five levels of their leadership pipeline and created journeys that were highly contextual, experiential, and results-oriented. After touching 60% of leaders at SAP, their Leadership Trust score increased from 28 to 61, and employee engagement among first-level leaders increased 3.4%. As a result, Net Operating Income increased an estimated €40-50 million due to higher productivity, innovation, and customer satisfaction.

To drive growth and sustain a competitive advantage, today’s leading organizations are strategically increasing investments in learning and development. This investment can maximize impact by effectively linking learning to performance and by adopting a Learning Journey approach. Leveraging a holistic approach, high-impact experiential learning tools and leader involvement, Learning Journeys assure real results—overcoming the documented failure rate of traditional corporate learning programs.

Source: BTS.com

Tre typiska fel män har om kvinnliga investeringar

Posted in Aktuellt, Allmänt on September 18th, 2018 by admin

Den största missuppfattningen män har om investerare som fokuserar på kvinnliga grundare är att du inte gör det för att du vill tjäna pengar. Det skriver investeraren Jana Bakunina i en gästkrönika i Financial Times.

Bakunina driver Londonbaserade Silvergate Investments, som uteslutande satsar på startups med kvinnliga grundare, alternativt på manliga grundare från olika minoritetsgrupper såsom HBTQ-personer och icke-vita.

De tre standardsvaren Jana Bakunina får av män när hon berättar att hon prioriterar kvinnliga entreprenörer:
– Så du sysslar med välgörenhet?
– Ah! Du har en fond för socialt arbete!
– Toppen, men varför begränsar du dig själv?
Men för Bakunina handlar det varken om välgörenhet eller socialt arbete. Hon och hennes affärspartner investerar i kvinnor och minoriteter just för att de ofta är förbisedda – och därför mer attraktiva.

Det finns gott om bevis som pekar på att riskkapitalister går miste om en hel del när de inte vågar satsa på kvinnor, menar Bakunina, och hänvisar till en rapport från First Round Capital som visade att bolag med kvinnliga grundare i deras portfölj levererade 63 procent bättre resultat än bolag grundade av män, sett till investerarnas avkastning över en 10-årsperiod.

Vad beträffar kritiken om att det skulle vara ”begränsande” att satsa uteslutande på kvinnor och minoriteter menar Jana Bakunina att det inte är hon, utan snarare mainstream-investerarna, som begränsar sig genom att inte våga satsa bredare.

Källa: Veckans Affärer, VA.se, 18 september 2018

Don’t forget coaching when transitioning new leaders

Posted in Aktuellt, Executive Coaching, Leadership / Ledarskap on September 13th, 2018 by admin

Between 50 and 70 percent of executives fail within the first 18 months of being placed in an executive role, whether they are promoted from within or hired from outside the organization, according to research from the Corporate Executive Board.

That statistic is unnecessarily high, say organizational coaching experts Madeleine Homan Blanchard and Patricia Overland. As leaders in the Coaching Services division of The Ken Blanchard Companies, both coaches have seen the research and witnessed firsthand the failure that can occur when leaders are not provided with the support they need to succeed.
“I can’t tell you how many times we’ve coached leaders who were newly promoted because they had a set of skills and good relationships with people,” says Blanchard, “and when they got on the job, they failed.”

It’s not that surprising, she says, given the high expectations set for new leaders and the minimal support they actually receive when transitioning into a new role.
“Leaders are under a lot of pressure to produce results, but they often don’t get the mentoring support they need. The thinking is that at this level they should be able to just do it.”

In conducting interviews with 2,600 Fortune 1000 executives, organizational and leadership consulting firm Navalent found that 76 percent of new executives indicated that the formal development processes of their organization were, at best, minimally helpful in preparing them for their executive role. What’s more, 55 percent of respondents indicated that they had little if any ongoing coaching and feedback to help them refine their ability to perform in an executive role.
“It’s a challenge for HR professionals,” says Overland. “And with the level of change and the number of executives transitioning into new roles, especially in larger organizations, the problem becomes magnified. It’s not uncommon for larger companies to have five executives in transition from five different parts of the company at the same time.

“Even one or two levels below the executive team, all kinds of change is occurring at the VP and director level. It’s always difficult when decision makers move. Now HR finds itself managing several different coaches from different companies, each with their own approaches, contracts, conditions, etc. It can be overwhelming, and that much harder to ensure quality and a return on the investment.

For HR leaders facing this challenge, Overland offers four words of advice: “Don’t go it alone—especially if you are managing a large number of executives in transition across a wide geographical area. This is where working with one company with global reach and a single point of contact really helps. Having one contact person who can help ensure quality, vetting, reporting, and ROI can position an organization to provide successful coaching to every leader who needs it.
“A larger, experienced coaching organization can provide a consistent quality of coaching. Not only is this good for the client and the leaders being coached, it also permits the coaches to talk to each other about how the coaching is going or about the challenges they encounter, and to ask for help when necessary—all without breaching confidentiality.

“This keeps the coaching aligned with organizational objectives and keeps the people focused on priorities,” says Overland.

Be especially careful about going it alone if you are looking to bring the executive coaching function in-house, says Overland.
“In my experience, executives tend to have a real hesitancy to work with an in-house person. They see a risk in disclosing potentially sensitive information to someone junior to them in the organization. Let’s say a senior executive is feeling stressed about a major strategy change, the sale of the company, or a pending merger. The executive won’t want to talk to an internal person about that. An external person is almost always a better choice.”

Blanchard agrees. “Coaching gives people the direction and support they need for the complex, high level leadership and management skills used in a senior role. When I’m thinking about the role of coaching, I always go back to Jim Collins’s book Good to Great,” explains Blanchard. “Collins said that a leader’s job is to get the right people on the bus in the right seats and make sure that the bus is going in the right direction.

“That’s what you are accomplishing when you bring coaching into an organization. You are ensuring that the bus is going in the right direction and all the right people are in the right seats.”

Source: KenBlanchard.com
Author: David Witt

Mobbning på jobbet dödar två i veckan

Posted in Aktuellt, Allmänt on September 11th, 2018 by admin

Varje dag utsätts 100 000 personer för mobbning på jobbet. En behandling som kostar omkring 100 människor livet varje år.

Mobbning på arbetsplatsen är långt ifrån ovanligt. Närmare en halv miljon människor utsätts för någon form av begynnande mobbning varje dag och 100 000 svenskar blir mobbade.

Bakom de skrämmande siffrorna döljer sig ett stort lidande, som sömnsvårigheter, depression och skuld- och skamkänslor.
– Vi ser en skyhög sjuklighet orsakad av mobbning och enligt Statens beredning för medicinsk och social utvärdering, SBU, löper den som är utsatt för mobbning trefaldigt ökad risk för depression, säger psykologen och mobbningsexperten Stefan Blomberg till tidningen Kollega.

Kan leda till döden
De som utsätts för mobbning drabbas inte bara av stort lidande, de löper i värsta fall risken att hamna i en situation där de väljer att avsluta sina liv.

En exakt siffra på hur många som tar livet av sig till följd av mobbning är omöjligt att säga, men en uppskattning är att det handlar om 100 personer per år.
— En statlig utredning från 1999 uppskattade antalet till mellan 100 och 300 per år. Siffran var ifrågasatt som överdriven under många år, men forskningen verkar ha kommit ikapp. Italienska forskare har till exempel kommit fram till att 20-25 procent av utsatta personer löper risk att begå självmord, säger Blomberg till Kollega.

Stor okunskap om hur mobbning ska hanteras
Blomberg menar att kunskapsnivån kring hur mobbning kan och bör hanteras på arbetsplatser generellt är låg.
– Ingen vet hur de ska hantera problemet, trots att det finns bra sätt att arbeta på. Det finns metoder både för att förebygga och för att stoppa mobbning. De flesta arbetsplatser försöker lösa mobbningssituationer så som de alltid har gjort, trots att det inte blir bra. Det slutar nästan alltid med att någon blir utköpt eller får sparken, säger Stefan Blomberg.

Källa: Kollega och HRnytt.se, september 2018